STRATEGIC

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 2

Strategic Planning in Nonprofit

and Public Sector Organizations Description of Planning Model

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 3 STEPS OF THE STRATEGIC PLANNING PROCESS ______________________________________________

STEP 1: INFORMATION GATHERING AND ANALYSIS

1a -EXTERNAL 1b - INTERNAL 1c - MARKET

ASSESSMENT ASSESSMENT ASSESSMENT

STEP 2: IDENTIFICATION OF CRITICAL ISSUES FACING THE

ORGANIZATION

STEP 3: DEVELOPMENT OF A STRATEGIC VISION STATEMENT THAT

SETS FUTURE DIRECTION FOR THE AGENCY

STEP 4: MISSION STATEMENT REVIEW/REVISION

STEP 5: DEVELOPMENT OF STRATEGIC GOALS

STEP 6: FORMULATION OF STRATEGIES FOR EACH GOAL

STEP 7: PREPARATION FOR OPERATIONAL PLANNING BASED ON THE

STRATEGIC PLAN (DEVELOPING ANNUAL OBJECTIVES)

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STEP 1A EXTERNAL ASSESSMENT

Purpose of step: To identify and assess changes and trends in the world around the organization likelyto have a significant impact on it over the next 5-10 years. We look at political, economic,technological, social, lifestyle, demographic, competitive, and philanthropic trends. We then determinewhich changes are opportunities for us (for example, opportunities to grow) and which could be threatsto us in some way (trends that can keep us from being successful). Finally we identify implications forselected changes and trends -- ways the organization might respond to the opportunities and threats weidentify. (Saying that something is an implication does not require the organization to adopt that courseof action.)

STEP 1B MARKET ASSESSMENT

Purpose of step: To identify and assess changes in the needs and perceptions of the organization'smarkets and constituencies. For most nonprofits, these include clients or consumers of services,funders, donors, volunteers, paid staff, board members, collaborators, and competitors.

The market assessment attempts to answer the following questions:

1. Who are the organization's key markets and constituents?

2. What are the needs, perceptions, and service expectations of each market? 3. What are the emerging market trends? 4. What are the implications for the organization -- how should the organization respond to these changes and trends in its markets?

STEP 1C INTERNAL ASSESSMENT

Purpose of step: To assess internal structure, process and operations of the organization and based onthis assessment, to pinpoint strengths and weaknesses. Areas examined include organizationalpersonnel (paid and volunteer), fundraising, physical facilities, equipment, use of technology, location,financial condition, management, board governance, special programs/products and services, markets,market position, etc.

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STEP 2 CRITICAL STRATEGIC ISSUES AND

CHOICES FACING THE ORGANIZATION

Purpose of step: To identify critical strategic issues facing the organization. Critical issues arefundamental policy or program concerns that define the most important situations and choices anorganization faces now and in the future. Critical issues can reflect long-standing problems in theorganization, the community served or recent events that are anticipated to have a significant impact onthe organization and/or community served. Critical issues can also reflect major shifts in thinking thatchallenge "business as usual". The selection of issues is important because it determines range ofdecisions the organization's leaders will consider in the future.

In some instances, an organization is already aware of the critical issues that the strategic planningprocess must help it address. In most situations, the planning process participants discern criticalstrategic issues as they work on the external, market and internal assessments.

In developing the actual wording of the critical issue statements, it's helpful to reflect on the following:

The external changes and trends having the greatest positive and/or negative impact on the organization . . . Major changes and trends in the needs, perceptions and service expectations of our markets and constituencies . . . Internal strengths and weaknesses of the organization that will seem to have an impact on our future success . . .

STEP 3 STRATEGIC VISION

Purpose of step: To develop a strategic vision statement. The vision statement describes what we wantthe organization to look like in ideal terms in the future - the results we will be achieving andcharacteristics the organization will need to possess in order to achieve those results. The strategicvision statement provides direction and inspiration for organizational goal setting.

Through the vision statement, the organization attempts to respond to the challenges and issuesexpressed in the form of critical issues.

(PLEASE NOTE: Although the words "mission" and "vision" are used interchangeably, they aredistinct in an important way: Mission describes "general purpose"; Vision describes "future direction".

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STEP 4 MISSION

Purpose of step: To develop an organizational mission statement. The mission statement is a broaddescription of what we do, with/for whom we do it, our distinctive competence, and WHY we do it(our ultimate end).

If a mission statement already exists, the focus of this step is on reviewing it in light of the emergingvision statement and if necessary revising the language. Here are some questions that can aid in thereview of an already-existing mission statement:

Questions for a Critical Review of an Existing Mission

1. Is the mission statement clear and on target in today's operating environment?2. Do you have any specific questions or concerns with respect to the mission statement?3. Does the mission statement duplicate the mission of any other organization? If so, what should we do about it?4. Considering the answers to these questions, how, if at all, should the mission statement be changed?

STEP 5 GOALS

Purpose of step: To develop strategic goal statements consistent with the vision statement. Strategicgoals are broad statements of what the organization hopes to achieve in the next 3 years. Goals focuson outcomes or results and are qualitative in nature.

STEP 6 STRATEGIES

Purpose of step: To develop strategies for each goal. Strategies are statements of major approach ormethod for attaining goals and resolving specific issues. Ideas for strategy emerge from the earlierinternal, external and market assessments, -- especially the strengths and weaknesses identified in theinternal assessment as well as the implications statements developed as part of the market and externalassessments. A strategy is judged potentially effective if it does one or more of the following:

STEP 7 ANNUAL OBJECTIVES

Purpose of step: To develop annual objectives consistent with the goals and strategies of the strategicplan. Objectives are specific, concrete, measurable statements of what will be done to achieve a goalgenerally within a one-year time frame. Objectives include what will be accomplished, by when and bywhom. Strictly speaking annual objectives are not part of the Strategic Plan of an agency. Objectivesare the core of the agency's Annual Operational Plan that is based on the strategic plan itself.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 8

STRATEGIC VISION ---------------------------------------->

MISSION: Broad description of what we do, with/for whom we do it, our distinctive competence, and WHY we do it.

STRATEGIC VISION: Describes what we want the organization to look like in ideal terms in the future - the results we will be achieving and characteristics the organization will need to possess in order to achieve those results. The strategic vision statement provides direction and inspiration for organizational goal setting.

GOALS: Broad statements of what the organization hopes to achieve in the next 3-5 years. Goals focus on outcomes or results and are qualitative in nature.

STRATEGIES: Statements of major approach or method (the means) for attaining broad goals and resolving specific issues.

OBJECTIVES: Specific, concrete, measurable statements of what will be done to

achieve a goal generally within a one-year time frame.

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This chart illustrates the flow from "Critical Issues" to "Vision" to

"Goals" to "Strategies" as a logical progression of thought in thestrategic planning process.

PLANNING LEVELS: EXAMPLES OF EACH LEVEL:

CRITICAL ISSUE:Fundamental policy or program concerns How do we expand our funding base tothat define the most important situations and keep up with present and future needs?choices an organization faces now and in thefuture. Critical issues can reflect long-standing problems in the organization, thecommunity served or recent events that areanticipated to have a significant impact onthe organization and/or community served.

STRATEGIC VISION: 5-10 years out

Describes what we want the organization to We will have an expanded funding baselook like in ideal terms in the future - the that sustains current operations andresults we will be achieving and supports anticipated program growth.characteristics the organization will need topossess in order to achieve those results.

GOALS: 3-5 years out

Broad statements of what the organization To expand the agency funding base tohopes to achieve in the next 3 years. Goals support anticipated growth in ourfocus on outcomes or results and are programs and services.qualitative in nature.

STRATEGIES: 1-5 years out

OBJECTIVES: 1 year out The Program Services Department will

Specific, concrete, measurable statements of generate at least $285,000 in revenuewhat will be done to achieve a goal from program service fees by Decembergenerally within a one year time-frame. 31, 2000. All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 10

Planning To Plan1. How will the board and key staff be oriented to the process?

2. Is there organizational readiness for strategic planning?

3. How much commitment is there to the process?

4. What do you expect to accomplish?

5. How long will it take?

6. Who, beyond board and staff, should be involved?

7. What do you do with managers and other key individuals who are not part of the formal strategic planning committee?

8. How will we encourage boldness, risk-taking and creativity on the part of planning participants?

9. Where should the planning be done?

10. Should a consultant be used for all or part of the process?

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 11

(Adapted from an article by Tim Nolan, University Associates)

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Sample Proposal for

• Board leadership and management staff will have a thorough understanding of the critical issues and choices facing ABC, Inc. through the year 2003.• A strategic plan document including a mission statement, strategic vision statement, goals and strategies will be produced. The plan will give special attention to organizational structure that will best support the overall strategic plan. The document will also include a blueprint for strategic alliance building in support of the overall strategic plan.• An Evaluation Framework consisting of critical success factors for each goal statement and performance measures for strategies selected for first year operational planning will be developed.• The organization's mission and strategic vision will have a day-to-day relevance on management and governance.• There will be enthusiasm and support for the strategic plan at all levels of the organization.

PROPOSED PLANNING CALENDAR

A proposed timetable outlines the specific steps of the planning process. Also included is a reference tothe person and/or group responsible for each step. The actual planning calendar will be determined bythe ABC, Inc. Strategic Planning Committee.

b. 5th FORMAL PLANNING SESSION: Strategic Planning Committee reviews

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 14 for use in development of operational plans. (Responsible: Strategic Planning Committee, Staff )

As you may know, ABC, Inc. has decided to engage in a strategic planning process to chart the futurecourse of the organization. Because we want the process to be as inclusive as possible, as a first step weneed the benefit of your thinking on a few important questions. Complete the enclosed worksheets andmail or fax them to the office no later than [date] – Mailing address:. FAX # xxx-xxxx.

Everyone involved with ABC, Inc. has a different set of skills, expertise and familiarity with theoperation of the organization and the needs and trends within the Madison community. Please answerthe questions based on your knowledge and familiarity with ABC, Inc. and the constituency we serve.All responses will be helpful as we undertake this important process. There are four worksheets to fillout. They are described below:

Part 1: First, we want you to share your current understanding of the YWCA’s mission and vision.Part 2: Next, we'd like you to think about internal strengths and weaknesses of the YWCA.Part 3: Then, we'd like you to reflect on recent and future external changes and trends likely to have a significant impact on ABC, Inc. over next 5-10 years. Consider organizational, political, economic, technological, social, demographic, technological, and competitive trends. Then identify possible responses to the changes and trends -- ways ABC, Inc. might respond to them. Here is an example of a trend and a possible response to it:

TREND POSSIBLE RESPONSE

1. Continued increase in use of emerging 1. Develop plans for appropriate use of telecommunications technologies. emerging technologies to enhance communication and increase program impact.

Part 4: Finally, we'd like you to think about the changing needs of our various markets and the service expectations they have of the ABC.

If you have any questions, please call me at 555/555-1212. I look forward to working with you duringthe next several months.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 19 Your Name (Optional):_________________________________

PART 1: REVIEW OF MISSION & VALUES

INSTRUCTIONS: As we begin the strategic planning process, we want to assess your currentunderstanding of the mission and organizational values of ABC Inc. Please take a few minutes toanswer the following questions. Responses will be compiled for review as part of the planning process.

1. MISSION: The MISSION describes what we do, with/for whom we do it, WHY we do it, and our special competence. MISSION describes general purpose, "why we exist".

2. ORGANIZATIONAL VALUES: A VALUE is a standard, principle, or quality that is

considered worthwhile in and of itself. We seek to express our values by what we do in everyday life. Core organizational values describe how an organization wants to act on a day- to-day basis. Some examples: “Teamwork”, “Caring”, “Quality service”, “Innovation”. LIST THE THREE MOST IMPORTANT ORGANIZATIONAL VALUES OF ABC, Inc. (WHAT YOU THINK THE VALUES SHOULD BE):

1.

2.

3.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 20

PART 2: INTERNAL STRENGTHS & WEAKNESSES

INSTRUCTIONS: As we begin our planning process, we also need to identify internal strengths andweaknesses of ABC, Inc. Think about the organizational structure, financial management, board andleadership development, facilities and equipment, use of technology, financial stability, office, specialprograms and services, public relations efforts, community image, etc. Then list the three strengths andthree weaknesses you feel are most important to consider in planning for the future of the organization:

OUR 3 GREATEST STRENGTHS:

1.

2.

3.

OUR 3 MOST CRITICAL WEAKNESSES:

1.

2.

3.

PLEASE NOTE: Don't confuse "external changes and trends" with "strengths and weaknesses". An InternalStrength or Weakness is something over which your organization has direct control (location, staff, hours,policies, procedures, etc.). If you can do something about it, it is an internal strength or weakness. If it is notsomething over which your organization has control -- if you can't do something about it -- it is an ExternalChange or Trend (population shifts, the economy, people's value system, competition, employment levels,women returning to the work force, etc.).

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 21 PART 3: EXTERNAL CHANGES AND TRENDSINSTRUCTIONS: In the left column below, list the recent and future external trends and changesthat you think will have the greatest impact on ABC, Inc. over the next 5-10 years. In the right column,list possible organizational responses - what the organization could do over the next three to five yearsto take full advantage of the external changes and trends? Consider actions for programs/services,finances, organizational structure, etc. (Please refer to the sample trend and organizational responsein the cover memo.)

EXTERNAL CHANGES AND HOW ABC, INC. COULD

TRENDS THAT WILL HAVE RESPOND TO SELECTED TRENDS FUTURE IMPACT 1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 22 PART 4: MARKET ASSESSMENTINSTRUCTIONS: As part of the preparation for future planning meetings, we also need to analyze thechanging needs and service expectations of our constituents. Complete these questions to the best of yourknowledge:

• Insert key market - to be determined by the planning team:

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 24

For the new needs and service expectations of ABC, Inc. likely toemerge among constituents over the next 3-5 years which youidentified in the previous section, what other organizations orentities are positioned to meet these constituent needs?Future Need/service Expectation Organization or Entity Positioned to Meet This Need in the Future1.

2.

3.

4.

5.

6.

7.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 25 Cover Letter for Mailing to Key Informants

[date]

Dear _____,

ABC, Inc. is currently engaged in a strategic planning process to develop future goalsand strategies for the organization. In the current planning process, we are attempting toforecast future changes and trends which may affect ABC, Inc. and the people we serve.Part of this effort is a series of interviews with persons possessing special expertisesuch as you.

We would like to interview you utilizing the enclosed questions. Please give them someadvance thought. You may complete the survey and fax it back anytime before [date].Our fax number is xxx-xxxx. If we do not hear from you by [date], a member of ourplanning committee will call you to conduct the survey by phone.

When the survey is completed, we will be happy to share a summary with you. In themeantime, if you have any questions, contact __________, Executive Director at xxx-xxxx.

Survey Questions1. What are the changes and trends that will have the greatest impact on ABC, Inc. over the next 5 years? In the left column below, list the 3 most important external changes and trends. In the right column, list possible responses - what we could do over the next three to five years to take full advantage of the external changes and trends?

External Changes and Trends That How We Could Respond to Selected

Will Have Greatest Impact on the Changes and TrendsABC, Inc.1 1

2 2

3 3

2. Based on your knowledge of ABC, Inc. and its programs, what is

your perception or image of the organization?

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3. In your opinion, what do you think the community's perception of

ABC, Inc. is? (i.e., What is their opinion or image of ABC, Inc.)?

4. Do you have any other comments or suggestions that will aid us in

our planning effort? Are you aware of any research, market assessments or future trend studies that would be useful to us in our planning efforts?

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 28 CRITICAL ISSUES WORKSHEETCritical issues are fundamental policy or program concerns that define the most importantsituations and choices an organization faces now and in the future. Critical issues canreflect: • Long-standing problems in the organization, members served or recent events which are anticipated to have a significant impact on the organization and/or people served; • Impediments that must be overcome in order for the organization to meet its goals – i.e., problems to be solved; or, • Watersheds/major shifts in thinking that can change the direction of an organization or the nature of its environment and challenge business as usual.

Generally these are issues that cannot be resolved through a “quick fix”. The selection ofissues is important because it determines the range of decisions and strategies we willconsider in the future.

Your Task:

! Reflect on the following -- Major external changes/ trends having a positive and/or negative impact on the organization and the people served . . . Critical internal strengths and weaknesses of the organization that will have an impact on our future success . . . Major service expectations and perceptions of key constituencies or markets . . .! List what you believe are the 1-3 most critical issues facing the organization over the next 3-5 years. Try to word your statements in the form of questions:

1.

2.

3.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 29 DEVELOPING A STRATEGIC VISION WORKSHEETA vision is an image or description of the organization we aspire to become in the future. It answers thequestion “If we could create the organization of our dreams and have the impact we most desire, whatwould it look like in the Year 2003?”

The vision focuses on what we intend to BE – our hoped for destination, not what we will be DOING in theYear 2003. It should also indicate in what significant ways we will be different from what we are today.

If the critical strategic issues represent our effort to express the big questions, choices and challenges facingthe organization in the future, the vision is our attempt to communicate the big answers to these bigquestions.

Next, develop a list of core elements or components of a vision for the organization. “If we could create theorganization of our dreams and have the impact we most desire, what would it look like in the Year 2003?”Use the two sets of questions below to stimulate your thinking.

• Impact/Results: What impact and results do we want to be achieving with our programs and activities in the Year 2003? How many and what kinds of people and groups will we be involving/serving and how? What impact will we have on the community, state, region? What will success look like for us?

• Ideal Characteristics: What will the organization need to look like in ideal terms to deliver the results and impact listed first? How will the organization act? What will its reputation be? Additional things to consider in listing elements of the vision statement: Organization size (revenues, facilities, paid staff, and volunteers); Nature and scope of programs and services; Member base; Market position/reputation; Use of technology; Management capabilities; Organizational structure.

" Now Dream! List the core vision elements that are most inspiring to you:

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 30 QUALITIES OF A GOOD VISION STATEMENT• Presents where we want to go.• Easy to read and understand.• Captures the desired spirit of an organization.• Dynamically incomplete so people can fill in the pieces.• Compact -- can be used to guide decision-making.• Gets people's attention.• Describes a preferred and meaningful future state.• Can be felt/experienced/gives people goose bumps when they hear it.• Gives people a better understanding of how their individual purpose could be realized in the group.• Provides a motivating force, even in hard times.• Is perceived as achievable and at the same time is challenging and compelling, stretching us beyond what is comfortable.

From Organizational Vision, Values and Mission by Cynthia D. Scott

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 31 SAMPLE VISION STATEMENTS Milwaukee Public LibraryThe Milwaukee Public Library is Everyperson's gateway to an expanding world of information. Providing thebest in library service, we guide Milwaukeeans in their pursuit of knowledge, enjoyment, and life-long learning,ultimately enriching lives and our community as a whole.

Historic Third Ward Association

The Historic Third Ward’s unique attributes and resources will be enhanced and developed to create a self-sustaining environment in which to live, work and play, so distinct in character that it is recognized as both aplace and a state of mind.

YWCA of Greater Milwaukee

Creating momentum for real change leading to individual and community prosperity and the elimination ofracism: By transforming systems to promote equity in our society; Through social and economic growth; Byproviding people with more control and options in their lives

Wisconsin Leadership Institute

The Wisconsin Leadership Institute will be a primary resource for encouraging, supporting and connectingaspiring leaders so they grow in capacity to lead and serve.

Elvehjem Museum of Art

The Elvehjem Museum of Art will be a leader among university art museums. Supported by the resources of theKohler Art Library, it will be a dynamic center for research, education and experimentation in the visual arts.

Wisconsin Division of Community Development

We will be a catalyst for joint community development efforts at the local, regional, tribal and state levels, aclearinghouse for community development information and resources and a catalyst for local capacity building;and a recognized leader in providing technical assistance.

Center for the Deaf and Hard of Hearing

The Center for the Deaf and Hard of Hearing will be the recognized statewide leader providing a continuum ofdynamic and innovative programs for persons of all ages who are deaf or hard of hearing.

Quality Education Commission

We provide vital leadership in forging a deep community commitment that results in: Dramatic improvementsin student achievement; High levels of cooperation and satisfaction among all stakeholders; Ever-increasingenthusiasm, pride and support for public education in Milwaukee.

LindenGrove, Inc.We will be a proactive leader in the provision of health and senior residential services. As a respected employerof first choice, we will provide high quality, diversified services in an environment that exceeds customerexpectations. Our industry leadership and financial strength will assure an atmosphere that maximizes our clients'highest potential.

Bowling, Inc. More people, bowling more often, having more fun. All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 32 DEVELOPING A MISSION STATEMENTThe mission statement is a broad description of what we do, with/for whom we do it, our distinctivecompetence in doing it, and WHY we do it (our ultimate end).

An effective mission statement addresses the following points:

• Broad description of what we do/are.

• With/for whom we do it.

• Our distinctive competence. (How we do it "differently", "better", "more effectively" than

others)

• WHY we do it (Our ultimate end)

CRITICAL REVIEW OF THE MISSION

If a mission statement already exists, the focus of this step is on reviewing it in light of the emergingvision statement and if necessary revising the language. Here are some questions that can aid in thereview of an already-existing mission statement:

1. Is the mission statement clear and on target in today's operating environment? Does it address the key following key points: Broad description of what we do/are; With/for whom we do it; Our distinctive competence; WHY we do it (Our ultimate end)

2. Do you have any specific questions or concerns with respect to the mission statement?

3. Does the mission statement duplicate the mission of any other organization? If so, what should we do about it?

4. Considering the answers to these questions, how, if at all, should the mission statement be changed?

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 33 SAMPLE MISSION STATEMENTSThe Milwaukee Public Library provides materials, services and facilities for all citizens of Milwaukeeand others in order to meet present and future informational needs and raise the level of civilization inMilwaukee..

The Historic Third Ward Association acts to expand and enhance the district as a creative, livable andexciting mixed-use neighborhood while preserving its historic character.

The Foundry Educational Foundation strengthens the metal casting industry by supporting uniquepartnerships among students, educators and industry, helping today's students become tomorrow'sleaders.

The Boys and Girls Club of Greater Milwaukee is a youth guidance organization dedicated topromoting health, social, educational, vocational, cultural, character and leadership development. Itaims to help young people from the Greater Milwaukee Area to improve their lives by building self-esteem and developing values and skills during critical periods of growth.

Council #10 supports the efforts of educators and support personnel working in the southernMilwaukee suburbs. By pooling the resources of its member organizations, Council #10 coordinatesthe exchange of information and the development of joint goals and programs in order to empowerits members in their quest for fair and equitable treatment. By improving the welfare of itsmembers, Council #10 believes that the education of students and the quality of community life willbe enhanced.

LindenGrove, a not-for-profit provider of health care and senior residential services in SoutheasternWisconsin, is committed to the continual enhancement of the quality of care and the quality of life of thepersons it serves.

The Medical Society of Milwaukee County is an organization of physicians that provides leadershipresponsive to the needs of its members and collaborates with others to improve the community's healthby maintaining the highest possible standards in the practice of medicine.

Our mission is to help Marquette, as an urban, Catholic, Jesuit institution, become one of the nation'sdistinguished universities; and to this end, we strive to bring all alumni closer to the University and oneanother in the Ignatian tradition of care for each person. (Marquette University Alumni Association)

We aim to transform society and culture by providing aspiring leaders with opportunities for self-renewal and development of leadership skills, values and behaviors. (Wisconsin Leadership Institute)

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 34 SAMPLE GOALSADVOCACY: Advocate for public policy that supports our mission.

AFFILIATION/MANAGED CARE: Position the organization within the emerging health carenetworks.

ALUMNI SERVICE: Increase our effectiveness as a service-based association that meets the diverseneeds of alumni.

STAFFING: Recruit and retain skilled, caring staff.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 35 Strategy WorksheetThe next step in the planning process is to develop strategies for each goal. Strategies begin to answerthe question “HOW will we go about accomplishing our goals?” The examples below offer somedefinitions and show the relationship between goals and strategies.

LEVEL OF PLANNING EXAMPLES

GOALS: 3 years out To expand our funding base to sustain currentBroad statements of what the organization hopes to operations and support anticipated programachieve in the next 3 years. Goals focus on major growthoutcomes or results and are qualitative in nature.STRATEGIES: 1-3 years out 1. Generate more revenue from programs.Statements of major approach or method for 2. Expand individual annual campaign giving.attaining goals and resolving specific issues. 3. Increase corporate giving.

⇒ Brainstorm strategies for the goals.

1. Use the format for strategies from the sample box above. Remember, strategies describe a general approach or method; they don’t describe specific activities or projects. 2. Use the ideas for strategy suggested by other group members in earlier meetings, comments from other members, etc. 3. If needed, use the list of verbs on the next two pages as a resource for writing your strategy statements.

STRATEGIC OUTCOMES/ACTIVITIES (CON'T)

Organization (radical Reorient

change) Turn around Revitalize Transform

Organization (no Maintain

change)

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 38 THE CENTER FOR PUBLIC SKILLS TRAINING Helping Organizations Prepare for the New Century . . .

The Center for Public Skills Training is a Wisconsin-based association of trainers and consultants thathas been providing assistance to nonprofit organizations and public agencies since 1976. Close to20,000 paid staff and volunteer leaders have benefited from the practical, results-oriented training andconsultation provided by Center staff.

Our training and consultation assistance is designed to share specific skills, techniques, andinformation that have proven useful for other groups, challenge participants to focus on key questionsand issues so that they can arrive at a more critical understanding of the problems facing theirorganizations, resulting in practical solutions that will work.

We are committed to: utilizing training methods and specific learning activities that encourage anactive, participatory role for trainees; providing direct experiences in group problem-solving anddecision-making; and employing training and consultation designs and materials that allow participantsto apply new skills and knowledge.

TRAINING:

Listed below is a sampling of our workshop offerings in four critical specialty areas:

Operational Planning, Leading Change When You're Not the One in Charge; Group Facilitation Skills for Strategic Planning; Collaboration: A New Marketing Tool for Nonprofits; Building a Nonprofit Organization that is Responsive to Change

• Leadership development: Building a Board that Works; Chairing and Managing

• Community action: Getting It Together: Networking and Coalition-Building; Advocacy

and Lobbying Skills for Nonprofits; Fundamentals of Community Organizing; Developing a Community Issues Agenda

Other training can be custom designed to meet the special needs of your organization.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 39

CONSULTATION:

Center Staff can also design specialized training and technical assistance programs to meet the uniqueneeds of your organization. Areas of expertise include strategic planning facilitation, involving staff inoperational planning, assisting managers in planning and leading high priority meetings andconferences, board and staff retreats, developing community collaborations, as well as specializedconsultation to address particular organizational problems.

FRANK MARTINELLI, THE CENTER FOR PUBLIC SKILLS TRAINING:

Frank has over 24 years of work experience with a variety of nonprofit, community based groups andpublic agencies. He is president of the Center for Public Skills Training where he specializes in therecruitment, training and development of voluntary leadership. Areas of expertise include strategicplanning, board development, volunteer management, and community organizing. Frank is a memberof the faculty of The Learning Institute, a joint venture of the Society for Nonprofit Organizations, thePublic Broadcasting Corporation (PBS), and the University of Wisconsin-Extension designed todeliver training through a range of emerging technologies. He has provided training and consultation toover 1600 organizations in the US including the National Child Nutrition Project, Peace Corps, HeadStart, The Points of Light Foundation, Association of Volunteer Administration, the AmericanCamping Association, Wisconsin Association of Homes and Services for the Aging, Voluntary ActionCenters, and others. From 1981-1992, Frank served as Coordinator of THE RESOURCE CENTER, amajor provider of training to nonprofit groups in the Greater Milwaukee area. A graduate of theUniversity of Wisconsin with an M.S. in Urban Affairs, Frank has done numerous workshops onnonprofit management topics with special emphasis on involvement of the Board of Directors. He hasalso been trained by the Peter F. Drucker Foundation in the use of the Organizational Self-AssessmentTool.

Frank served as a community organizer for the Citizen Action Program (CAP) in Chicago and as afounding organizer and staff director of the Milwaukee Alliance of Concerned Citizens. He also servedas Senior Training Consultant to ACTION/VISTA from 1977 to 1981.In addition to his professionalwork, since high school days, Frank has played key roles in founding and leading a number ofnonprofit organizations. In 1993, the Wisconsin Association of Nonprofit Organizations establishedThe Frank Martinelli Volunteer Achievement Award. The award recognized excellence in voluntaryservice to the nonprofit sector in Wisconsin. All material c. 1999 The Center for Public Skills Training, Frank Martinelli. All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations Partial List of Client References for Strategic Planning

• American College of Occupational and Environmental Medicine. Contact: Kent Petersen,

Proposed Timeline For Development Of Objectives

May-June June-September November- January and

December Ongoing• Reorganization of • Staff and Board • Board reviews and • Implementation of board committees. Committees develop approves Year 2000 Year 2000 Action objectives for their Budget. Plan.• Additional assigned strategic orientation and goal and strategies • Quarterly reviews. training as needed for the period for board members October 1999 - • Annual review and and management December 2000. update strategic staff on format for plan. developing their • Committees submit objectives based on objectives to Board strategic plan. president. Managers submit their objectives to Executive Director.

Name of Board Committee _________________________________________________

Strategies Assigned to 2000 Objective Quarterly Committee

Committee Progress/Results

EXAMPLE: Generate EXAMPLE: The Fund Annual Dinner in May raised

more revenue from Development Committee will $35,000 net.special events. generate at least $85,000 in revenue from special events by December 31, 2000.

EXAMPLE: Increase the EXAMPLE: The Board

effectiveness of the Development Committee will Evaluation form designedboard and its design a board member and approved by boardcommittees. evaluation process, submit for development committee board approval and perform the first annual board/board member evaluation by October 1, 2000.

Form to be filled out on a quarterly basis by committee chair and submitted to Board President.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli (frankwill@aol.com). All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations 50 Committee Learning ObjectivesBack in the early 1960s, it is estimated that NASA only possessed about 15% of the knowledge it would eventually need to achieve its goalof “an American on the moon by the end of the decade.” As an optional step in committee planning, complete this worksheet to reflect onwhat you need to learn to accomplish your committee objectives for the coming year. This step will be especially important if the committeewill be doing something new. What knowledge, information, or learning do we What is our plan for acquiring the needed knowledge, need to acquire in order to accomplish our committee information, or learning? objectives this year? 1. 1.

2. 2.

3. 3.

4. 4.

5. 5.

All material c. 1999 The Center for Public Skills Training, Frank Martinelli (frankwill@aol.com). All rights reserved. Reprint permission granted to the Learning Institute for Nonprofit Organizations